A structural decision.
Make it with real numbers.
A subsidiary changes your legal structure, your reporting, and your risk. See whether the revenue potential actually justifies the complexity before you talk to a lawyer.
Funding fit on a subsidiary concept
For-profit consulting arm
Model the administrative cost of a separate legal structure in Income Stream Builder alongside it.
Inside the product
Structure is a permanent cost, not a setup cost.
Ten options ranked on complexity, governance burden, compliance burden and money to start, with every issue that needs professional review named rather than resolved.
Real screens from the product. Every figure shown belongs to a demonstration workspace, so nothing here is a real organization's information.
Hybrid Model Intelligence
Find out whether you should restructure at all.
Ten options ranked, two of which mean do not.
Your path through FundWisr
Model it, weigh it, bring the board a real case.
Four steps toward a structural decision, grounded in numbers, not a hunch.
Model the revenue in Income Stream Builder
Understand the real economics of the offering, fit, readiness, and revenue potential, before any legal structure enters the conversation.
Run it through Fit & Feasibility
Score the opportunity against your real profile on seven dimensions, and see the need behind it held apart from the funding available. Model the administrative cost of a separate legal entity in Income Stream Builder alongside it.
Check Funding Corridors
Browse real capital resources, including program-related investments and financing programs. That could support standing up a new structure.
Draft your board case in Document Studio
A subsidiary decision needs board approval. Draft the Board Resolution and supporting narrative from your real numbers, not a blank template.
Real example
One nonprofit, one avoided entity.
An environmental nonprofit considered a for-profit consulting subsidiary. Modeling the offering's real economics in Income Stream Builder showed the revenue didn't yet justify a separate legal structure at their current volume, so they ran it as an earned income line inside the nonprofit instead, avoiding the legal and administrative overhead of forming a new entity.
Questions, answered plainly.
How do we know if we need a subsidiary or just a new revenue line?+
Fit & Feasibility scores the opportunity itself against your real profile and holds the need behind it apart from the money available. For the administrative cost of a separate legal structure, model the offering's economics in Income Stream Builder alongside it, since a new revenue line inside your existing nonprofit is often enough on its own.
Does FundWisr handle the legal setup?+
No. FundWisr helps you decide if the structure makes financial sense and prepares the case for your board. The legal formation itself needs an attorney.
What if we're already committed to the subsidiary route?+
Income Stream Builder still helps you model the economics accurately, so the entity you form is built on real numbers instead of assumptions.
Make the structural call with real numbers.
Model the economics before you talk to a lawyer, and know whether a subsidiary is actually the right structure, or an earned income line would do.